Article writing analysis on: ‘Skate to where the money will be’
The article sheds light on how to avoid business disasters by gaining deep knowledge on how industries evolved and using insights to identify and predict where the profit can migrate as the industry grows and leads to maturity. The focus should be on the activities that have the potential and are about to generate huge and substantial profits in future. The analytical summary of the article is as follows:
The evolution of value chains is discussed in a detailed manner. Owing to the maturity of the industries and their products, the value chains evolve in a predictable manner. It has two stages. Stage one is the stage of tight fit. Functionalities of earlier products do not meet the demands of key customers’ needs. For instance, the first mainframe computers were not very fast and powerful as desired by the customers.
Companies, thus, compete on the criteria of performance and produce the products and services of highest quality for their most demanding and on the same time profitable customers. There is also competition at the technological frontiers. Companies put in best technology, innovation and architecture for working more efficiently. There is domination of large and vertically integrated companies because all the units of these companies communicate under one single large unit (Christensen et al 2001).
The second stage is going into pieces. As leading companies stretch and try to meet the demands of their most demanding and profitable customer groups, needs of mainstream consumers go unnoticed as companies keep their focus on product performance. At this point, disruptive companies enter the market and meet the mainstream customers’ needs by delivering customized, flexible and cheap products.
As the industry moves to maturity stage, the most profitable point along the value chain shifts from end-user products to intermediary subsystems, links and components. They have interdependent architectures, thus creating fuzzy links between components and subsystems. At this stage of maturity, companies do not redesign everything, but prefer top mix and match the components and subsystems from top suppliers so as to meet the needs of the customers. Competitors cannot easily copy interlinked architectures.
In this competition, the time of maturity and fragmentation of the industry, companies should couple and decouple their operations instead of outsourcing or spinning off their asset intensive operations. Complex and nonstandard integration can enable the company to earn good profits.
Meaning to the manager
In terms of how the manager would do the job, the key points of the article indicate that the manager has to continuously look upon where the profitable point along the value chain would shift. At the time when all the companies are trying to satisfy and fulfill the demands of their highly profitable customers, the manager must look upon how to better serve the needs of mainstream customers by modular architectures which does not require the company to redesign everything. Instead, focusing on modular architecture can enable the manager to think upon mix and match of components and subsystems along the value chain which are difficult to be imitated by competitors (Christensen et al 2001).
In all, the job of the manager should be to take strategic business decisions to control the interdependent links of the value chain of the industry by continuously keeping an eye on where the industry is heading towards and identifying strategic opportunities there from.
Summary of article ‘Information Technology: Strategic Opportunities for logistics’
The article summarizes the use of existing information technology of the company to find out strategic opportunities for logistics. Strategic use of available information technology can add value to the organization and can play a vital role in the profitability of the organization. Linking of all organizational logistics activities to the strategic plan of the organization helps in attaining competitive advantage. Utilization of existing information systems can help the logistics managers to strategically support the organizational plan.
Companies are using advances in information technology for remaining consistent suppliers in the market, thus clearly distinguishing themselves from their competitors. This enhances the value of the product of the company in front of its customers. For instance, installation of real time tracking system for consignments by equipment suppliers clearly distinguishes them from those who cannot provide this service to their customers (Kerr 2007).
The article also throws light on the use of automated communication device in courier service and tracing assignments in 1990s which saved time of customers, simplified confirmation of delivery and other value-added benefits. It is further mentioned that the use of information technology in logistics can create competitive advantage for companies but it is dependent on how the logistics manager uses the advancements in information technology and current IT system of the organization to remain strategically connected to the overall plan of the organization.
Meaning to the manager
The key points of the article emphasizes on the role of logistics manager to identify strategic opportunities that the information technology of the company provides in order to remain ahead of the competition in the market. It can be inferred from the article that technology in the organization is not only meant or limited to its use in reducing clerical effort, improving timeliness and accuracy of the information, or reduction of operational cost due to computerization of the task of order processing and automatic inventory control. Rather, the logistics manager must continuously strive to implement strategic management of organizational logistics so as to add on to the value of products and services of the organization (Kerr 2007).
Managers should make use of existing information systems of the company and make use of EDI (Electronic Data Interchange) and other technologies for just-in-time inventory management, thus reducing overall cost of manufacturing and production, adding on to value of the organizational products.
Link to the topic and set article
The topic is how to identify strategic opportunities. The article ‘Information Technology: Strategic Opportunities for logistics’’ identifies strategic opportunities for logistics managers present in existing information system of the organization and how can they link logistics to the overall strategic plan of their organization. Finding strategic opportunities by having a broad perspective on using the advancement in information technology for reducing overall costs of the company is in relation to the set topic.
The article that is set for the topic i.e. ‘Skate to where the money will be’ is also related to this article. In the set article, authors emphasize on creation of interlinked components and subsystems along the value chain so as to remain competitive and keep gaining profit in the market. Authors suggest avoid using entire redesigning of everything by the managers. In the same manner, author of the found article emphasizes on strategic use of current information system of the organization instead of going for new technology.
Summary of the article ‘Staffing in the 21st Century: New Challenges and Strategic Opportunities’
The article selectively and critically analyzes the best practices related to staffing reviewing the literature from 2000 to the present time. It is mentioned in the article that there are many challenges for 21st century staffing practices, for instance, knowledge based work practices of 21st century organizations demands more competencies from employees. Therefore, staffing is the key strategic opportunity for organizational decision makers in order to remain competitive in the industry (Ployhart 2006).
There is critical analysis of the recruitment practices and personnel selection. In recruitment, there is need to create person-environment fit and there is high importance of the brand image of the company. In selection procedure, the manager knows that there are well developed predictors, such as assessment centers, interviews, for relationship with job performance. What id desirable to know is that barriers in adopting different predictors, and weightage given to cost and efficiency while deciding on the predictors.
Further, there is discussion of use of multi-level staffing model for hiring and retaining talent in the organization. Individual knowledge, skills and attitudes of individuals in the organization will align to the job and the organization over timed, thus contributing to the emergence of human capital at the macro-level. Multi level staffing has implications for SHRM. The ability of the organization to attract and retain top talent can lead to attain competitive advantage. Even, low-level jobs are strategic (Ployhart 2006).
Meaning to manager
The article emphasizes on use of multi-level staffing model by human resource managers to develop human capital at the macro and aggregate level. It is difficult for competitors to create such aggregate level of human talent and capital in their organization by imitating their process. Managers identify strategic opportunities in staffing as human capital is rare, difficult to imitate and creates competitive advantage for the organization if properly nourished and taken care of.
Link to the topic and set article
This article is in relationship with the set topic of identifying strategic opportunities. Staffing has become challenging in 21st century as geographies are becoming wider and knowledge management is priority of global business organizations. The competition is fierce and in such competition, it is necessary to attract and retain talent in the organization. It is possible through multi-level staffing which can create strategic opportunities as this talent is difficult to copy by competitors. The first article sheds light on integration of subsystems and components so as to remain competitive. In the same way, this article focuses on creation of human capital on an integrated and inter-linked organizational architecture including even low level jobs in contribution to creation of strategic advantage for the company.
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